2002 Plan Implementation

The program described in the previous section seeks to realize a bold vision. Figure 31, Key Improvement and Redevelopment Sites, summarizes many of the proposals, which contribute to the vision described in the prior chapters. The key to achieving that vision is to positively focus the city’s, the property owners’, and the citizens’ attitudes and commitment toward the downtown.

Long-term Housing Redevelopment - Develop three-story residential with parking in center. Provide pedestrian connection between development at University and Cunningham and the proposed walking/biking corridor.

Public Square - Develop public gathering space in landscaped setting. Reuse brick structure for entertianment-type business such as a restaurant. Demolish small gas station stucture.

Streetscape Enhancement - Enhance perimeter of County Plaza along Main and Broadway to include lighting, trees and planters. Explore possibility of developing public gathering space on southwest corner of site.

Policy OrientationThe city must take a strong, proactive stance toward downtown development and the implementation of this plan. Yet, it must not see itself as having the sole responsibility for downtown implementation, but rather as a leader who can energize the private sector to become the steward for, and developer of, downtown. In doing so, it cannot just trust in the private sector and step aside. Rather, this plan requires a greater commitment by the city to support, act, cajole, demonstrate, and to fund coordinated downtown improvement. The key here is to have the city, like all the downtown stakeholders, maintain a continuous and consistent commitment to the implementation of agreed-upon plan directions.

To that end, it is critical for the city, upon adoption of the plan, to assist in the formation of a Private / Non-Profit Development Corporation and to sit down with representatives of the group to clearly discuss roles and responsibilities, establish liaison, and to identify how best to assist in its stewardship role. It is also critical for the city to activate a Downtown Commission which can serve as the conduit for the Development Corporation to coordinate and implement the many responsibilities that will continue to fall to the city.

Regulatory ActionMany of the components of this plan require regulatory action. Probably the most significant is modification of the zoning ordinance to carry out the planning and design structure outlined by the plan. However, there are also other regulatory issues to be addressed, such as how the city will structure its parking program in response to the dictates of the plan, whether or not there should be new special service districts established to facilitate the plan recommendations in the Entertainment District and along Broadway. Lastly, there may be changes in ordinances regulating hours of operation, signage and the like to facilitate the plan. All of these issues should be addressed directly through the aegis of the Downtown Commission.

FinancingMoney is always at the heart of any successful plan. To date, the major sources of revenue outside of the general fund have been the downtown Tax Increment Finance Districts (TIFs). This method of financing should be reviewed to determine whether changes are needed to boundaries, objectives, projects and budget. Further, as the TIFs near expiration, a major question is whether or not new or amended TIF districts should be created.

One approach that cuts across policy, regulation and financing is the question of whether or not to create a Business Improvement District downtown (BID). A BID is a very powerful tool to coordinate, manage and redevelop downtown as it allows a host of strong municipal powers for bonding, condemnation, and the like. Careful consideration as to the utility of the BID should be undertaken. At a minimum, commitments to the formation of a BID should be reserved until the plan is in the process of implementation and momentum has developed. In this manner the BID can be seen as a response to the momentum of implementation rather than as one more tool to start up the plan.

The following Table outlines the implementation program for this plan. It lists 30 projects, each containing one or more actions designed to respond to the vision and initiatives of this plan. This Table should become the work program for downtown development. As such, it can provide the basis for developing yearly agendas for downtown development and coordinating the actions of the Development Corporation with the city and other stakeholders.

In the following table, responsibility for the execution of the action steps is assigned to a private entity (such as the Private / Non-Profit Development Corporation or the Marketing and Promotion Corporation), to a public entity such as the City, or to both. These assignments are not intended to be set in stone and in many cases, the private and public sectors will work together in carrying out a specific action step. As the plan is implemented and as a Development Corporation is in the process of being formed, it may become necessary to reevaluate responsibilities for specific action steps. In the end, the goal is to have the steps completed regardless of which entity is in the best position to accomplish the goal.

The Action Plan also identifies priorities for the action steps. In general, high priority represents action in the next 1 to 2 years. Medium priority is intended for action in 3 to 5 years and Low priority represents action after 5 years.